COURSE: LEADING CHANGE FOR SUSTAINABLE FUTURES

CASE STUDY: ELECTRIC VEHICLES IN INDIA

Question 1a TATA is Transforming itself to be relevant in the world of future mobility by forming
partnership in EV eco system.

Developing new solutions & optimizing investments and creating circular economy.

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Question 1b
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Transformation change- changing entire business model by undergoing high complexity
and high impact changes:
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 Setting up EV charging stations across key metros.

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 Partnering with Tata chemicals to set up a battery manufacturing and recycling

facility.
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 Bullet financing options.

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Question 2 CEO 2- spoke of how this initiative will benefit everyone

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Agent

 CEO3
 CEO4- Assisting in looking for external resources

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  CEO-1

Sponsors

 CEO1- authorized the change initiative and providing financing options

 CEO3- mobilized workforce and manager to support on project

Target

 CEO2- Beneficiary of the EV initiative.

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Tata EV SWOT

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Question 3a

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Strength

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- Fast charging capability
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- focus on personal space

- efficient ecosystem support from Tata group companies

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- ziptron-platform for EV’s (312km/ full charge)

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Weakness

- High price points

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- switching costs for direct substitutes is low

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-Higher dependency
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- small market share in passenger vehicles

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Opportunity

- Addressing durability and safety concerns

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Partnering two-wheelers - EV startups

-Recycling of Lithium batteries

- expanding z-connect features

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 Threats

- supply chain connectivity

- battery prices

- availability of suitable land for manufacturing plants

-import tariffs

SWOT Mahindra EV

Strengths

- pioneer in R&D

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- focus on shared mobility

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- strong sales and service network

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- NEMO cloud platform

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Weakness rs e
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- Heavy reliance on limited on products
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- switching costs for direct substitutes is low

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- higher dependency on imports

-poor acceptability on lithium batteries

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Opportunity
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- corporate tie ups for last mile connectivity

- venturing into public transport

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- commercially viable vehicles

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-Using Meru to push EV

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Threats

-supply chain connectivity

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 - Exchange rate fluctuations

- battery prices

- Availability of suitable land for manufacturing plants.

On the basis of the SWOT analysis my vote goes to Mahindra EV will be able to cater
Question 3b
the need in the market.

Part II

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Avoided action bias by emphasizing on planned approach for employees Inclusive
Question 4

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- transition to EV in tandem with government & the industry (including Tata universe)

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- Believe that this is a necessary initial for India
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Logical & passionate

- Tata motors to work with companies in Tata ecosystem to create a viable environment
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for adoption of EV
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- focus on strong operational excellence to ensure positive cash flows while making
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right investments

Flexible
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- ready to perform partnerships develop mobility solutions and optimize investment

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-Provide incentive to stimulate demand and called for achieving sustainability goals by
implementing emissions norms across the value chains
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Preparation before the change

Question 5a
A. Establishing a sense of urgency
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- change champions bring the urgency by burning platform

-open minded to staff

- supported by credible figures.

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 B) forming a guiding coalition

- building team with power leadership qualities expertise and credibility

C) Develop a strategic vision and initiative which

-inclusive logical passionate and flexible

-short and crisp description

- positive meaning

D) convey the vision for a buy-in

 Communicating the change vision

 Authentic- use of previous success stories

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 simple- can be explained in five minutes or less

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 repetitive and multichannel - communicated often and by all modes

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 engaging- employee involvement in the change process

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 Consistent- action and vision in sync.

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Techniques during the change-
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Question 5b
1. Empower others to enact-
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- Analyze processes and the overall structure of the organization to avoid any
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roadblock by ADKAR change model & Kubler-Ross change curve.

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2. Generate short term wins

-create a sense of accomplishment

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- Boost the team’s morale

- build the momentum for change.

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After the short term project success for Mahindra & Mahindra
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1. Sustain acceleration

- channelizing the short term victories (kaizen- Technique)

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- continuing to communicate the vision and delivering benefits

2. Incorporate changes into future

- talking about progress every chance you get

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 - Tell success stories about the change process

- incorporating new norms and values when selecting and hiring new talent etc.

Part III

 Tata motors switched to EV due to external drivers like environmental concerns

Question 6 and dependence on oil which is approx. 80%.
 The ‘Tata universe ecosystem’ creates a competitive advantage.
 Usage of Ziptron-technology made engine more efficient ad safer.
 Lithium ion battery, better recycle rate longer running time and fast charging.
 Features same as premium non EV SUVs in same price segment.
 Free home charger installation and 24x7 customer support.

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Using ADKAR MODEL-
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Question 7a
Knowledge
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- identifying knowledge gaps and get the right tools and training. By training new
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employees to use a system and explaining its relevance, the management would have
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ensured the least resistance from them.

Ability
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- engage in two way communication

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- consider the time and activities needed to develop new skills

- provide hands on training

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- share knowledge building resources.

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Using Kubler- Ross change curve

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 Shock/ denial

- Stage of shock to be handled with empathy.

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  Using sponsors and change champion for barrier identification
Question 7b  Sponsors can make the new change and exception to the existing process
 Defining roles and responsibilities
 Documenting all the processes

-In long run sponsors can modify the existing processes to accommodate the new
change.

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1. Process- setting up a facility for recycling EV batteries and automobiles, post

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Question 8 government approves battery waste management rule 2020. Recycling, recovery and

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repurposing of lithium- ion batteries can create a circular economy and reduce

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dependency on resources and materials used to make these batteries, Also batteries
recycling rate and running time to be improved.

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2. Strategy- coming up with a branding and retailing strategy in line with ‘Nexa’ from
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Maruti Suzuki, to make adoption of an EV a more lucrative proposition in the eyes of
the consumers, will also help in removing the myths around it.
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3. Service- To be customer centric and capturing feedbacks from the early adopters for
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continuous improvements in the EVs, to bridge the expectation gap. Also provide easily
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accessible service and charging stations on all important routes in India.

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